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And that’s a wrap on Season 1!
A few updates in this episode on the executive we talked about in “Employee Engagement” hint, they’re still not taking virtual meetings. But I talk about what might happen, and how this person might decide to change after some time away to reflect, and why. We’re going to be taking a short break over the next few weeks to do some planning and reflecting ourselves. We’re back with Season 2 on January 6th. In the meantime, revisit all of our episodes here: Fully captioned videos are available on YouTube
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Listen all y'all it's a sabotage!
Seriously though, sometimes it feels like change resistance is intentional. I once had a leader intentionally sabotage the project I was working on, not only that, but they got their whole team involved. It felt like overnight, it went from hard to impossible. The truth of it was that this leader had shared a very old but still relevant manual with their team on how to intentionally sabotage projects. While this sounds completely wild, it happened. One of their team members, who remains a good person to this day, told me the truth. What I learned from this experience was that change resistance behaviour often looks similar. Since then, I've worked hard to find the way to design and deliver change that overcomes these points of resistance. In essence this is how Connected Change (TM) was born. For aspiring Saboteurs, here is the field guide Bonus points if you can find the classic 90’s song that I’ve referenced above. Fully captioned videos are available on YouTube
If you’ve ever asked “when is a good time to implement change” you’ve probably heard the answer “no” more than once!
The truth is, there is NEVER a good time to implement change! Making change successful requires that we stick it out over the long term, sometimes dealing with multiple course changes along the way. In fact, changes in course should be expected, and when they happen, they can be a rich time to advance the pace of change. Why? Well, sometimes, opportunities can arise that we do not expect, and they can be used to harness change. In this episode I tell a few stories about finding and identifying and using our opportunities to make change happen. Fully captioned videos are available on YouTube
What does a transformation office actually do? If you're new to the game of change, you might be wondering about this. I break down the ways transformation offices are structured and why, and how the focus changes for different types of change. Importantly, we get into how change actually happens. We talk through the 4 phase Connected Change (TM) model, and what you and people involved in the change are actually doing.
Fully captioned videos are available on YouTube
What does a transformation office actually do? If you're new to the game of change, you might be wondering about this. I break down the ways transformation offices are structured and why, and how the focus changes for different types of change. Importantly, we get into how change actually happens. We talk through the 4 phase Connected Change (TM) model, and what you and people involved in the change are actually doing.
Fully captioned videos are available on YouTube
Digital transformation, technology transformation, we get into what this is all about and how this type of change differs from org changes. I tell you a story of a client example, of what this actually looked like and how we approached the change. We break down how to lead this type of change if you're a functional leader or executive and talk through how the transformation office differs in this model.
In this episode we cover:
I talk about airconditioned server rooms I’ve been in and finance departments run by excel spreadsheets… and the power of moving your processes to digital and how they help your people level up. Fully captioned videos are available on YouTube
In this episode I break down the first type of transformation, organizational change. We talk about the 4 types of org changes and what that looks like, and the critical role of the transformation office. I break down the roles and what each bring to the transformation effort, and how you, as an executive and sponsor play a role in transformation success.
Fully captioned videos are available on YouTube
I was recently approached by a friend who is an operations leader at a multi-billion-dollar global media company asking about what else… change! Her organization has a huge change on the horizon, and she asked me for some practical advice.
The biggest learning? That the skills you learn as a progressive and effective organizational leader are not the same as the skills you need to lead change! So, If you're a manager, leader, or new change manager you've probably heard this term tossed around. In this episode I break down what org transformation is, and what the different kinds are. We get into the role of change leadership vs. change management and how different types of transformation require different skills. Fully captioned videos are available on YouTube
I like to describe what is happening right now as “waiting for the other shoe to drop”. Houston, we have a problem, and that problem is in the workplace, or rather, that people are not going back to brick-and-mortar offices the way they did before. This is a big problem for some leaders and companies, and those who have not managed to adjust to this sea change in our broader culture, are struggling.
So what are we seeing? Companies who have resisted this change are grasping at straws. Enter, the Employee Engagement survey. While on the surface engagement looks like a solution, it is, in effect, not the problem. The problem is multi-faceted. I get into a bit more about what is happening, why, and how modern organizations are not handling this change well, and how to do better. As an aside, I discuss why low engagement is not a big problem for change and why. Fully captioned videos are available on YouTube References: Trying to understand Quiet Quitting Pushing Back on the Return to Office at Apple An example of how people are getting this wrong
With great power, comes great influence, but how can you tell who has power and who doesn’t? Sometimes deciphering these intricacies is very difficult.
Status markers and power distance are two ways to look at this. Power distance is another way that culture and power intersect as it governs how people interact with those who have power, and how the powerful, likewise, interact with the people. Status markers are culture and context dependent. This also drives what I talk about when I ask “what and who get rewarded in an organization?” How we view status and the markers of status drive the underlying power dynamics. This is a difficult one for leaders to understand – it is both what you find important, and what the collective or organization finds important. You may think you won’t have to change as a leader, but you will. I talk through several examples of how I’ve seen this play out and what this all means for leaders of change. Fully captioned videos are available on YouTube References:
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AuthorNatalia Lobach is the founder and principal of Charthouse Advisory Services Archives
December 2022
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